AR – Institute of Industry Analyst Relations (IIAR) https://analystrelations.org The IIAR is a not-for-profit organisation established to raise awareness of analyst relations and the value of industry analysts, promote best practice amongst analyst relations professionals, enhance communication between analyst firms and vendors, and offer opportunities for AR practitioners to network with their industry peers. Sun, 05 Jan 2020 19:20:45 +0000 en-GB hourly 1 76177372 [GUEST POST] Influencer relations so much more than going from an A to I https://analystrelations.org/2020/01/06/guest-post-influencer-relations-so-much-more-than-going-from-an-a-to-i/ https://analystrelations.org/2020/01/06/guest-post-influencer-relations-so-much-more-than-going-from-an-a-to-i/#respond Mon, 06 Jan 2020 16:16:00 +0000 https://analystrelations.org/?p=313116
Marc Duke profile picture

I’ve been in AR for a long long time, so long that when I started (working at Text 100 representing Microsoft in Europe – yup I am showing my age!) reaching out to industry analysts while at a PR agency most of the analysts I spoke to thought I had called the wrong department. Almost 20 years later (yikes!) and AR is cool again, especially if it is part of your influencer relations strategy.

You missed that trend? Let me explain, today everyone is an influencer (wasn’t that always the case?) and if you work in marketing you need to reach out to them to ensure you can influence their thinking and in turn they will influence your customer, or if you are an agency practioner your clients’ customer.

The advent of all things social – twitter, LinkedIn, Instagram etc… means we have digital platforms that enable us to assess and measure the reach, influence and impact of influencers. So followers, likes, shares, retweets all count. On the one hand this makes our jobs a lot easier – if you use a solution like ARchitect – the data is provided with the lists of analysts you are targeting as part of your core AR program. So far so good. 

Over the last couple of years I have become increasingly involved in Influencer Marketing and not just in renaming the ‘A’ in AR with an ‘I’ so people think it is more strategic! Part of my work has involved gaining a deeper understanding of all of the stakeholders that impact purchasing decisions and in the process looking at some of the technology out there to identify and track influencers in addition to the traditional PR tools such as Meltwater or  Muck Rack there are a number of interesting things I have found:

  1. No one tool fits the bill – hardly surprising as different companies will have different stakeholders so it’s a little naïve to think that one solution can work for influencers that function very differently to one another
  2. Careful what you measure – those involved in social media marketing (as an AR professional I think it’s OK to admit this is part of your role!) will often warn about vanity metrics, but when it comes to influence it’s tricky to get real data on the one thing you are really after the extent to which an influencer impacts purchasing decisions
  3. B2B Influencers v Consumer Influencers the difference is real – whilst technology is seen as a great leveller there is still, in my view a real difference between running influencer relations campaigns for a consumer brand and undertaking one for a B2B brand. Recently I looked at solutions from two new UK start-ups CORQ and Buzzoole and whilst both were really impressive their design is very much with the consumer brand in mind (not that that is problem). The only true B2B tool I could find was from an outfit called NarrativeWorx
  4. Tactics, timings and pay for play – there is also a clear distinction between B2B and B2C tactics the latter makes for a much larger pool of pay to play influencers, whereas B2B influencers are usually more interested in long term relationships than just soley cash payment. There is also a hard line between pay to play influencer MARKETING (partner marketing) and proper conversation-driven influencer RELATIONS (pure influencer relations).

This got me thinking on the consumer side of things the main objectives of an influencer campaign is simply endorsement of some degree or another as this will in turn create awareness, either build or strengthen a brand and ultimately drive sales. The extent to which consumer led influencers are as influential as they seem has always been subject to debate.  On the Business to business front whilst endorsement is sought after and prized that is not the full picture with some influencers such as analysts and industry acolytes the conversations away from the glare of social media are as valuable as a name check in a tweet or reference in a blog post.

There are a number of other considerations when comparing B2B v Consumer Influencer relations

The purchasing decision making process – while there is no question that the process of influence is becoming more fragmented and at times more tricky to map when considering the impact of social platforms, there is always going to more  complexity when an organisation is considering buying products or services that require approval or endorsement from several people. The DMU (decision making unit) might communicate digitally rather than in person but the need to identify who influences the people who are involved in deciding what products/services will be purchased is just as crucial. 

The nature of influence – when looking at consumer influencers they tend to act as power users but this is not always the case in b2b. For example a celebrity that endorses a make-up product will use the product; however an industry analyst is unlikely to be a power user of a disk array solution rather they are able to advise why a particular vendor’s solution should be chosen over another.

Influence and revenue – influencers impact revenue otherwise we wouldn’t invest valuable time and budget on connecting with them. There is a big difference between the impact of influencers and revenue when comparing consumer influencers to b2b. The thinking being a consumer influencer will have an almost immediate impact on revenue while the effect of a b2b influencer is likely to be a lot slower due to length of purchasing cycle of business products and services and the fact that often expenditure is classed as capex so is only done periodically.

There are other differences but one thing is for certain influencer marketing whether consumer or b2b is becoming an increasingly important part of marketing and is something all AR professionals need to keep a watchful eye out for. 

Marc Duke (@marcduke, LinkedIn) is an independent consultant currently helping  Criteo with its Influencer Relations Program and Destrier Communications with its AR programs and is also Community Manager of the TLA Createch Working Group.

Other guest posts from analyst relations professionals

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[GUEST POST] 20 mistakes analyst relations teams are making by Mark Peters / ESG (part 2) https://analystrelations.org/2019/12/20/guest-post-20-mistakes-analyst-relations-teams-are-making-by-mark-peters-esg-part-2/ https://analystrelations.org/2019/12/20/guest-post-20-mistakes-analyst-relations-teams-are-making-by-mark-peters-esg-part-2/#respond Fri, 20 Dec 2019 16:16:00 +0000 https://analystrelations.org/?p=312090

If you read part 1 of my blog post ’20 mistakes analyst relations teams are making’ you will hopefully have learnt a few things. Including the fact that I am not shy when it comes to sharing my thoughts! So here we go with part 2 of my list of don’ts, pitfalls, and worst practices when it comes to working with industry analysts.

  1. Following on from my tip not to focus on just one or two analyst firms, don’t treat the analyst community as a homogeneous ecosystem. Our differences abound. Some firms tend to employ very dry, almost academically analytical people. Others are less analytical, more engaging. So, don’t ignore the importance of defining what you want from a particular analyst interaction. For example, are you looking for an objective, outside critic to give you unvarnished, ugly truth? Are you looking for a reassuring partner? Lots of analysts can play both roles, but you have to help them understand what you need. Once in a while, your most curmudgeonly and cynical critic can also be your most inspiring partner.
  2. On a related note, don’t assume we all do the same things the same way (in terms of either free advice or paid projects). Even within one firm, each analyst will have his or her own style when collaborating with you.
  3. Don’t forget to double check whom from the analyst side and whom from your side will be on a given call. Calls that take place with the wrong people are a waste of everyone’s time. If you plan to have a very technical product-development engineer representing your end, then you’ll probably want a more technical person on the analyst’s end (at ESG, our lab analysts are known for keeping pace with even the nerdiest infrastructure architects and technology evangelists.) But if your goal is to figure out how to translate extremely technical value statements into compelling, plain-English marketing messages, then request an analyst that’s focused in that manner.
  4. It is a really bad idea for you to conduct briefings with us at the last minute. Your lack of prep work sends a poor message to us. But more importantly, if you wait until three weeks before a product launch to get in touch with us, then there will be no time left for us to help you make your launch better! Every message will already be baked on your side, warts and all. That’s not a situation conducive to making us feel engaged with your company and its goals. I recall many occasions when it’s happened to me, and afterward, I found it harder to feel invested in helping those clients craft their launch strategies the next time around—because I knew, yet again, there’d be no time left for them to act on any of my suggestions. Basically, if you don’t want to consider the analyst’s feedback, you might as well just send a deck.
  5. Don’t assume we have set opinions on everything, even on matters involving a single company. We are always morphing and expanding our knowledge of the markets we cover and the clients we serve. Don’t assume influencers cannot be influenced! You have more power of persuasion over us than you might know. We’ll have no issues becoming avid fans of you and your company if it’s warranted.
  6. Which brings me to this point: don’t ignore us. You aren’t the only ones having calls with us. Members of the IT press call us for commentary, too. When journalists are asking us for a quote, your ongoing efforts to ensure your company remains “front-of-mind” in our consciousness will pay off. Basically, just keep in mind that we talk to a lot more people affiliated with your industry than you do—reporters, end-users, channel partners, your direct competitors, major investors, other analysts, and beyond.
  7. On a day-to-day basis in your own role, don’t be just a gatekeeper. In other words, don’t limit yourself to being the forwarder of emails between outside analysts and your company’s in-house subject matter experts. Over the years, I’ve seen AR people overly indulge in “bottlenecking” behavior, presumably because it gave them a feeling of control over the company’s analyst relationships. If you do that, you are not adding value you are actually reducing value for all parties. We are a catalyst for your company’s success. Keeping the relevant analysts “locked in an AR drawer”, away from your marketing and engineering colleagues, isn’t helpful.
  8. Don’t let your company’s marketing-campaign people pitch anyone (i.e., juicy prospects and lucrative customers whose continued business is important) without doing a dry run with an analyst first. We are your brutally honest friend who will tell you about your halitosis and thus save you from embarrassment when it really counts!
  9. It works the other way, too. Don’t forget that people across your industry, not to mention your biggest customers, are regularly telling us far more then they’d ever dare reveal to you directly.
  10. Here we could have something about not using a slide deck with you that features market stats from competing analyst houses… Is that an issue? I’d have thought so but I’m not an analyst…
  11. We have entered a time in which the classic “annual big launch” is fading away. More often, IT vendors—including the company you may represent—are releasing steady drip-drips of enhanced product features and functions throughout the year. This IT industry-wide shift is making it harder for product marketing teams to garner traction and attention for their new and improved solutions.In such a climate, if you treat your analyst community as a check-box item, then you’ll do nothing more than check a box. You can do better than that. We are not all the same—learn that, and work optimally within that reality.These days, it’s more important than ever for you to refine and optimize your analyst interactions. As with any relationship, honesty is the best policy. Candor leads to trust, and trust leads ultimately to success — for you and us.

Mark Peters (LinkedIn, @englishmdp) is a Practice Director & Senior Analyst at the Enterprise Strategy Group (ESG), with three decades of IT industry experience – the first two spent in myriad commercial management roles for vendors on each side of the Atlantic the last decade looking in on the vendors and at the market for ESG. ESG is an IT analyst, research, validation, and strategy firm that provides market intelligence and actionable insight to the global IT community. ESG helps clients achieve business results through a comprehensive portfolio of research and advisory services, consulting, and custom content solutions.

This post first appeared on A3 Communications, reposted with their kind permission.

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[GUEST POST] 20 mistakes analyst relations teams are making by Mark Peters / ESG (part 1) https://analystrelations.org/2019/12/19/guest-post-20-mistakes-analyst-relations-teams-are-making-by-mark-peters-esg-part-1/ https://analystrelations.org/2019/12/19/guest-post-20-mistakes-analyst-relations-teams-are-making-by-mark-peters-esg-part-1/#respond Thu, 19 Dec 2019 16:16:00 +0000 https://analystrelations.org/?p=312087 Mark Peters / ESG: 20 mistakes analyst relations teams are making

Good news: With improvements, everyone will see better results
I’m going to make an assertion that will seem unnecessarily provocative. After working for a decade as an IT industry analyst—including interacting regularly with analysts from other firms — I am confident in saying that many, indeed perhaps most, analyst relations teams are sub-optimizing their relationships and, by extension, their companies’ relationships with the analysts covering them.

I mainly work with teams that manage industry analyst relations specifically—that is, AR teams. But good chunks of the advice I’m about to share could apply (with some tweaking) to anyone managing relationships between their company and outside influencers such as journalists, investment analysts, or other third-party pundits who need information about features, roadmaps, or strategies.Big companies have full-time AR, PR, and IR teams, but even small startups usually have someone on staff doing similar work, even if it’s just one part of their role. There are a lot of you out there. So here we go.

THE PITFALLS — SOME OBVIOUS, SOME NOT

Articles and blogs filled with tips on working with analysts are commonplace. A3 Communications asked me to examine the topic from a different angle. Rather than concentrating on best practices, I’ve been asked to share what I feel are the don’ts, pitfalls, and worst practices.
It boils down to how we jointly communicate—particularly in briefings where you and your colleagues tell us stuff, and in inquiries where you and your colleagues ask us stuff. (I’m not focusing on the subsequent tactical interactions related to developing papers, videos, etc.)

Here are the “no-nos,” in no particular order:

  1. Don’t concentrate all your energy on discussing your written materials and PowerPoint slides. What matters most to us is the conversation that we have with you. To put it another way, present heaps of content to us only if you want to avoid a real discussion with us!
  2. Don’t waste time teaching us about well-known realities of IT today. We are well aware that data is growing….IT budgets are constrained….virtualization is efficient….and the cloud is popular!
  3. Don’t give us the customer-pitch version of your message. We want a more richly textured, comprehensive, in-depth elucidation of your company’s essence, differentiation, business plan, and vision for the future. Your five-minute elevator pitch to prospects has its raison d’etre, but that pitch is not meant primarily for an analyst audience.
  4. In a similar vein, don’t make and present just one deck! You wouldn’t present one generic slide deck to all of your company’s own widely varied customers and prospects (would you!?), so why have just one for all analysts and analyst firms?
  5. This is an obvious point, but don’t be boring. We see countless slide decks … so, so many, many slide decks. You want your message to stand out from the crowd.
  6. Here’s a not-so-secret secret. Nearly all analysts love to talk. But, they also love to help. It’s good for business all around! So, don’t just talk at us instead, ask us lots of questions. Use our loquacious tendencies to your advantage. You’ll get some level of insight during practically any analyst conversation—even when no formal subscriber relationship is in place between your organization and ours, and we’re just informally chatting. A good analyst, even one “coming in blind” to an introductory meeting with an unknown startup, will have a few interesting, helpful words of wisdom. And I guarantee you, he or she will be eager to share (or, minimally, unable to stop themselves from so doing!).
  7. In general, don’t assume we exist solely to provide feedback on your new strategy, or that we live to write briefs about your great new product. We have more to offer. We know what other vendors in your market are doing and can, therefore, play devil’s advocate. Additionally, once we feel safe placing our trust in you, we can give you candid feedback about the individuals in your own organization whom we believe are taking/optimizing/benefitting from our advice (and, conversely, who’s ignoring it).
  8. Don’t assume we need to be treated as precious VIPs. You don’t have to wine and dine us. Remember, if your company has a subscription with our firm, we’ll be happy to get on the phone with you any time. Don’t wait until your big show in Vegas, Frankfurt, or Singapore is just around the corner. To be honest, we’d rather have a truly good phone call with you than be shipped off every three weeks to one city or another’s expo center, stuck inside conference rooms for three days. We certainly don’t mind free food and nice hotels, but we (mostly!) like helping you even more.
  9. Don’t forget: No one can remember everything they hear, or review huge PPT decks while absorbing everything. So, don’t take a “full-strength-firehose” approach with us. Put thought into what you want our top two or three discussions and/or takeaways to be.
  10. You can pick and choose what questions to ask of the different analysts you engage, but don’t neglect to get a smorgasbord of input. There’s more than one analyst firm out there. Talk to a range of us. Leverage our variety.

This is it for part 1. Yes, there are more don’ts I’m planning to share. Watch this space for part 2….

Mark Peters (LinkedIn, @englishmdp) is a Practice Director & Senior Analyst at the Enterprise Strategy Group (ESG), with three decades of IT industry experience – the first two spent in myriad commercial management roles for vendors on each side of the Atlantic the last decade looking in on the vendors and at the market for ESG. ESG is an IT analyst, research, validation, and strategy firm that provides market intelligence and actionable insight to the global IT community. ESG helps clients achieve business results through a comprehensive portfolio of research and advisory services, consulting, and custom content solutions.

This post first appeared on A3 Communications, reposted with their kind permission.

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[NEWS] 451 Research acquired by S&P https://analystrelations.org/2019/12/07/451-research-acquired/ https://analystrelations.org/2019/12/07/451-research-acquired/#comments Sat, 07 Dec 2019 09:21:30 +0000 https://analystrelations.org/?p=312527

By Simon Jones (LinkedIn, @SimonDestrier) and Ludovic Leforestier (LinkedIn, @lludovic).

451 Research, one of the leading independent analyst firms has been acquired by credit ratings, benchmarks and analytics giant S&P Global.

The deal marks expansion plans for 451 Research, which recently celebrated its 20th anniversary, and has around 90 analysts and 15 consultants on its roster.

Deal heralds further expansion for 451 Research

S&P says the acquisition “will expand and strengthen S&P Global Market Intelligence’s research coverage, adding differentiated expertise and intelligence with comprehensive offerings in technologies such as Artificial Intelligence (AI), Internet of Things (IoT), Information Security, Data Centers, Cloud and DevOps”.

William Fellows / 451 Research

“Subscription-based, recurring revenue businesses rock, says an $8bn Fortune 500 company. 451 Research fits the bill.”

William Fellows, 451 Research co-founder

It’s further growth for 451 Research, which recently announced an extension of its research agenda to cover the Middle East and Africa. Co-founder John Abbott told us: “This is exciting news for us, a chance to develop the business with more resources than we could have provided ourselves, and the fit is excellent, taking S&P into fast growing emerging tech sectors.”

451 Research will be operated within S&P Global Market Intelligence, its division that provides data, essential insights, and powerful analytics to help navigate the financial markets. It’s a good tie-in for 451 Research, which is often engaged during takeover bids by buyers and sellers looking to determine the true value of an acquisition target.

Split from the Uptime Institute

The deal splits 451 Research from the Uptime Institute, which it acquired 10 years ago. The 451 Group also bought Tier 1 Research in 2005, and acquired the remains of the Yankee Group from private equity firm Alta Communications back in 2013.

451 research claims to serve more than 2,000 client organizations globally through syndicated research, advisory services and live events. Based in New York, 451 has a major office in London and satellite offices in Boston and San Francisco.

Our take

  • We’ll have to wait and see whether this really is an expansion or an exit strategy for the founders. AR professionals should keep an eye out for the ongoing hands-on involvement of the 451 founders still involved in day-to-day research: Nick Patience, William Fellows and John Abbott, plus Chief Analyst Eric Hanselman and CRO Brett Azuma
  • Previous analyst firm acquisitions by content/information businesses have had a checkered history – see Ovum, Kennedy, Altimeter for example
  • This is a good time for vendors with 451 Research contracts to lock in their 2020 pricing, as takeovers often also bring price hikes
  • This is a chance for 451 Research to leverage S&P’s market presence to strengthen its competitive position in the M&A space against rivals like PitchBook Data

Whatever 2020 holds, the news is great timing for a pre-Christmas celebration, as 451 Research holds its Christmas party in London next week … see you there?

Related posts

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A turn of the tides? The IIAR> Analyst and Firm Of The Year 2019 https://analystrelations.org/2019/11/27/a-turn-of-the-tides-the-iiar-analyst-and-firm-of-the-year-2019/ https://analystrelations.org/2019/11/27/a-turn-of-the-tides-the-iiar-analyst-and-firm-of-the-year-2019/#comments Wed, 27 Nov 2019 19:45:00 +0000 https://analystrelations.org/?p=312276 London, Wednesday 27th November 2019. At the IIAR> we believe in taking a stance and recognising greatness when we see it -an approach we find more impactful than sprinkling awards to dozens of “winners”. 

Today, at the IIAR> London Christmas Party kindly sponsored by HCL, we celebrated the top industry analysts and firms of the year. The IIAR> surveyed analyst relations professionals globally and from diverse industries, predictably casting a wide net on coverage areas. The evaluation used the IIAR SOSM methodology, to reflect the best practice promoted within the IIAR> looking at not only perceived sales impact, but also strategic insights, resonance in the media and ease of doing business with.

This year, analyst relations (AR) professionals have voted and provided clear insights both on the value they see from analysts, as well as how they perceive industry analyst firms’ value to them as clients. There were some interesting shifts in the 2019 results compared to prior years…read on to learn more! 

Without further ado, the Analyst Relations community has spoken and the winners are….

IIAR> New Analyst Of The Year 2019

IIAR> New Analyst of the Year 2019

IIAR members were again asked to identify fresh talent within the analyst community. We asked you to call out your IIAR ‘New Analyst of the Year’ nominations and we are delighted to announce: 

IIAR> New Analyst of the Year 2019:
Eric Schmitt / Gartner (LinkedIn), covering AdTech. 

AR pros commented that Eric “got up and running really quickly and always strives to deliver best value.

The runner ups are Mark Harris / Gartner (LinkedIn) covering security, and Erica Spinoni / IDC (LinkedIn, @SpinoniErica) covering AI, Scott Wilkinson / Cignal AI (LinkedIn, @ScottWilkinsonQ) covering Optical transport and networking, Jason Cerrato / Gartner (LinkedIn, @JasonACerrato) covering HCM, Knud Lueth / IoT Analytics covering, you’ve guessed it, IoT.

IIAR> Analyst Of The Year 2019

The IIAR> Analyst Of The Year 2019

The overall winner of the IIAR> Analyst Of The Year 2019 is Frances Karamouzis, Chief of Research and Distinguished VP Analyst / Gartner (LinkedIn, @Fran_Gartner), covering sourcing strategies for business and IT services. Respondents consistently commented on Frances’ “Exceptional understanding of the market dynamics and its ecosystem players, with strong influence in engaging with C-Suite decision makers.” 

#GRATEFUL.   Its humbling to be recognized for this award as analysts are constantly in the company of amazing minds.  And most of all, this includes all of my teammates and colleagues. Any award of this type is tribute to the team rather than any one individual.

Frances Karamouzis / Gartner, IIAR> Analyst Of The Year 2019

She is followed in second position by Dan Bieler, Principal Analyst / Forrester (LinkedIn, @DSBieler) covering digital platforms and business innovation strategies, who commented:

“A great working relationship with AR professionals is essential to get the work of an industry analyst done. Many thanks for the trust that we have built over many years.”

Dan Bieler / Forrester

See also Dan’s 2016 IIAR> Around in 10 Questions interview.

In third place comes Nick McQuire, Vice President, Enterprise Research / CCS Insight (LinkedIn, @nickmcquire) said:

“Thrilled and honored to be among the analysts recognized in the IIAR’s 2019 Analyst of the Year nominations. This is 100% down to our fantastic clients and the superb team we have at CCS Insight. Our research is laser focused on helping our clients assess key market trends, understand the implications for their businesses and above all, succeed with customers. The wonderfully close and productive partnerships we have within the AR community helps make this possible.” 

Nick McQuire / CCS Insight

Bindi Bhullar, Senior Director Analyst at Gartner (LinkedIn), and Phil Fersht, CEO and Chief Analyst at HfS Research (LinkedIn, @pfersht) round out the top 5 nominations for the 2019 IIAR> Analyst of the Year awards and were also recognised for their research and contributions. There were many nominations from the AR community this year, but these 5 analysts were most often called out for providing consistent value by the AR community. 

IIAR> Analyst Firm Of The Year 2019

The IIAR> Analyst Firm Of The Year 2019

This year’s Analyst Firm of the Year award was hotly contested. After four years in the lead with IDC and Forrester jockeying for second place on the podium, it was interesting to see Gartner moved down to third place. We’ve redone the maths several times but it was the verbatim comments which shed some light on AR professionals’ lost love for the industry research behemoth. Whilst Gartner is still recognised for its breadth of analyst coverage and overall impact, with many analysts being commended for their individual work, survey feedback indicated Gartner as an organisation has become increasingly more difficult to work with, attracting severe criticism on overall client experience from in-house analyst relation professionals. 

The IIAR> Firm Of The Year 2019 is Forrester (website, @forrester).

Well done to Forrester for coming on top this year, earning praise from analyst relations professionals for its thought leadership and agility.

Ludovic Leforestier / IIAR> Board Member

In second place comes IDC (website, @IDC).

In third place, we have Gartner (website, @gartner_inc) 

In fourth position is HFS Research (website, @HFSResearch)

And in fifth place, 451 Research (website, @451Research)

Other Analyst Nominations

Most impactful analyst – Has significant impact on sales and end-user buyer preferences: Donald Feinberg / Gartner (LinkedIn, @Brazingo)

Most insightful analyst – Continuously delivers thought provoking industry insights in research: Ted Schadler / Forrester (LinkedIn, @TedSchadler)

Best project results – Consistently delivers sound, practical advice and results for their clients: Adam Ronthal / Gartner (LinkedIn, @ARonthal)

Most social influence – Broad reach within social channels and communities: Ray Wang / Constellation (LinkedIn, @rwang0)

IIAR> Client Partner Of The Year 2019

IIAR> Client Partner Of The Year 2019

The IIAR> Client Partner Of The Year 2019 is David Stanley / Constellation (LinkedIn, @kiwigate), whom members said they appreciate his collaboration as he, “really looks to deliver clear business value” and is a true partner. Special mention from the IIAR> Awards Committee for the best LinkedIn banner as well…

The runner-ups were: Jeremy Green / IDC (LinkedIn, @JeremyG86006699) and Erna Begic / Forrester (LinkedIn).

Congratulations to everyone who has been recognized by the IIAR community – and thanks to the AR professionals for taking the time to vote. Here’s to continued engagement between industry analysts and the community of AR professionals  in 2020!

Stephanie Look / IIAR> Awards Committee

IIAR> Webinar: results from the AOTY 2019 survey

IIAR> members will be able to dial in the webinar presenting detailed results on the 13th December 0800 PST / 1100 EST / 1600 GMT / 1700 CET > register here.

The IIAR> Awards Committee

Previous IIAR Analysts and Firms Of The Year

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Gartner Symposium / ITxpo 2019: key takeaways for AR professionals https://analystrelations.org/2019/11/19/gartner-symposium-itxpo-2019-key-takeaways-for-ar-professionals/ https://analystrelations.org/2019/11/19/gartner-symposium-itxpo-2019-key-takeaways-for-ar-professionals/#comments Tue, 19 Nov 2019 16:16:00 +0000 https://analystrelations.org/?p=312060
Gartner Symposium
The IIAR> was at the Gartner Symposium/ITxpo 2019 in Barcelona

This year’s Gartner Symposium in Barcelona had a couple of updates for AR professionals in store. And the analysts on stage shared new ideas and new perspectives to the already known tech story.

Gartner Keynote: The Aristotelian Concept of the Golden Mean applied to Technology and Business

This year’s opening keynote on Monday Morning developed further the concept of “Continuous Next” which was presented at Gartner Symposium last year. This year, Ed Gabrys (LinkedIn, @edgabrys), Senior Director Analyst at Gartner introduced the picture of turns that businesses are facing in the era of ever-changing realities and increasing speed. It is all about anticipating these twists, knowing how to take them, and winning in them. Disruption becomes opportunity, not a wipe out.

Geopolitics, regulatory requirements, economic and environmental conditions and downturns trigger the turns, as does fierce competition and the arrival of digital giants to shake up traditional marketplaces.

In my view, the most interesting idea that Gartner presented in the keynote was that of Technology Equilibrium, dubbed TechQ. According to Gartner, the dichotomy of traditional and digital business no longer exists. It is all about finding the right mix of traditional and digital business practice. The sweet spot, or TechQ, is different for every company. But ever organization should get as close as possible to its own Golden Mean. The further away, the more likely of getting disrupted.

AR Forum: New AR Role in the works

Gartner invited AR professionals to an update on its research and business. Gartner reported that MQs and critical capabilities will be updated more regularly, and is streamlining the data collection and evaluation process, which will result in reduced time and efforts for vendors. Furthermore, Gartner will undertake interim updates to Magic Quadrants, to reflect major updates such as a Merger or Acquisition. Updates will only apply to providers positioned in the Magic Quadrant. However, the dots will not move, the MQ graphic will remain unchanged.

Last year, Gartner introduced the new role-based subscription model, intended to better serve different roles within a company, around product management, product marketing, general manager and emerging tech CEO. In the past year, Gartner account representatives have been aggressively pushing the new research formats and updated contracts. This year, Gartner talked about a new AR-specific role and seat.

What does the new model mean for AR professionals?

Does this mean only limited access to research? How can AR pros then serve internal stakeholders in different roles? These remain open questions. Gartner is open for feedback to help define the new research service for AR professionals. The IIAR recommends contacting your account rep to share feedback.

The role based model sounds promising at first. It promises more focus on specific needs and best practices, peer benchmarks and access to a variety of working and benchmark tools and frameworks that can help in refining programs and achieving success. The flipside is the confinement to one specific role. For example, if you buy into the product manager role, you don’t get access to the industry-specific research. If you would like to develop an industry-specific product, you will need additional budget to access to the industries seat.  If you buy into the Emerging Tech CEO role, you will not get access to product management, nor industries.  

Events like Symposium allow access to all presentations and analyst insights, no matter which role or seat you bought into. Also, you have access to analysts in one-on-one meetings, although it is increasingly difficult get the one-on-ones with top tier analysts on your wish list: Some were booked out weeks in advance.

Finally, thanks to all the AR pros who turned up to the IIAR AR Café Anja and myself organised at Gartner Symposium in Barcelona 2019 -it was a great conversation!

Previous posts on Gartner

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IIAR> Webinar with Research In Action https://analystrelations.org/2019/11/18/iiar-webinar-with-research-in-action/ https://analystrelations.org/2019/11/18/iiar-webinar-with-research-in-action/#comments Mon, 18 Nov 2019 16:16:00 +0000 https://analystrelations.org/?p=312092 Is there life after Forrester? The analysts at Research In Action certainly think so!

Join the IIAR webinar on Wednesday November 20 to find out more about Research In Action (RIA). We’ll be joined by RIA founder Dr Thomas Mendel (LinkedIn, @drthomasmendel) and recent recruit Eveline Oehrlich (LinkedIn, @eoehrlich), who is now back in Germany after her stint in the US.

Research In Action logo

Dr Thomas Mendel Eveline Oehrlich

Thomas and Eveline will outline the key areas of RIA’s focus – which include the company’s Vendor Selection Matrix reports, its advisory services for buyers, and provide IIAR members with a heads-up on where they can expect to bump into RIA analysts at forthcoming events.

The webinar is hosted by IIAR Germany chapter leads Yvonne Kaupp (LinkedIn, @YveKaupp) and Simon Jones (LinkedIn, @SimonDestrier). We’ll also include a live Q&A for IIAR members. 

Date:  Wednesday 20th November 2019

Time:  0800 PST / 1100 EST / 1600 GMT / 1700 CET

To register, click HERE (please note – current IIAR members only) and plan to join us for an engaging discussion! We’ll be using Zoom for the call.

Note for non-IIAR members: If you are AR professional who is interested in attending, please fill-in the form below. Registrations by non-IIAR members are subject to IIAR approval.

[contact-form]]]>
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IIAR AR Café at Gartner Symposium in Barcelona 2019 https://analystrelations.org/2019/10/29/iiar-meet-up-at-gartner-symposium-in-barcelona-2019/ https://analystrelations.org/2019/10/29/iiar-meet-up-at-gartner-symposium-in-barcelona-2019/#respond Tue, 29 Oct 2019 10:21:49 +0000 https://analystrelations.org/?p=311682 Join us…

at our IIAR get-together at this year’s Gartner Symposium 2019 in Barcelona, hosted by Yvonne Kaupp (@YveKauppLinkedIn), IIAR Board Member (Chapter Liaison) and Senior Manager Global Analyst Relations and Market Strategy at Retarus and Anja Steinmann (@AnjaSteinmann, LinkedIn), IIAR UK Chapter Co-lead and Global Analyst and Consultant Relations Manager at BT.

We’d love to connect with our fellow IIAR members and Analyst Relations Professionals for drinks & discussions around AR related hot topics and to recap on the Symposium sessions.

When: Tuesday, November 5th 2019
Time: 18:00 CET
Venue: Hilton Bar – Hilton Diagonal Mar Barcelona Hotel, Carrer del Taulat, 262-264, 08019 Barcelona, Spain

For registration, please fill in the form below.

[contact-form]]]>
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IIAR> Webinar: Future Shock: The Coming State of Analyst Relations https://analystrelations.org/2019/10/24/iiar-webinar-future-shock-the-coming-state-of-analyst-relations/ https://analystrelations.org/2019/10/24/iiar-webinar-future-shock-the-coming-state-of-analyst-relations/#respond Thu, 24 Oct 2019 15:16:30 +0000 https://analystrelations.org/?p=311544
Gerry van Zandt and Ludovic Leforestier - IIAR

The IIAR> will soon release a new and long-awaited white paper that provides fresh insights and information into how the field of Analyst Relations will evolve and change over the coming 5-10 years.  To mark the debut of this white paper, IIAR will host a webinar on the 5th December2019 at 0800 PST / 1000 EST / 1600 GMT to outline some of its key findings, and to discuss important considerations that will be relevant to everyone working in the Analyst Relations field.

Authored by Oracle AR Director Gerry Van Zandt (LinkedIn@gerryvz) and Criteo Global Influencer Relations Director Ludovic Leforestier (@lludovicLinkedIn) at Criteo (LinkedIn@lludovic), the paper takes a quick look backward to review how Analyst Relations has evolved to its current point over the past 30+ years.  

More importantly, the paper gathers and analyzes the impact of current trends and activities in the industry to help inform AR leaders as to what will be important in the coming years, and key considerations and strategic actions they should pursue to stay on top of their craft in the future.  Quotes and observations from AR practitioners worldwide are used throughout to reinforce and provoke new thinking on salient points.

The paper ends with actionable advice for all AR pros as to how analyst firms, analyst research, analyst research consumers, and the analyst role itself is and will change, and how AR needs to adapt to stay relevant and “on top” of these changes. 

Key topics that will be discussed on the webinar include:  

  • How major analyst industry changes are driving evolution and at the same time, broadening the scope of Analyst Relations
  • The impact of crowdsourced research both on customer influence, and on traditional syndicated research
  • The evolving role of AR measurement, and how it contributes to making the AR field more strategic and impactful
  • How to magnify and scale AR beyond the largest firms and their “quadrant” style evaluations

The event will be recorded for IIAR members unable to join due to work commitments. 

Date:  Thursday 5th December 2019

Time:  4:00 PM GMT / 5:00 PM CET / 8:00 AM PST / 11:00 AM EST

To register your interest (please note – current IIAR members only), click HERE and plan to join us for an engaging discussion!

If you are not an IIAR member, but are an IAR professional and interested in attending, please contact us (info@analystrelations.org).  Kindly note that all registrations by non-IIAR members are subject to IIAR approval.

Related posts:

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IIAR> Discussion Group: working with Gartner https://analystrelations.org/2019/10/16/iiar-discussion-group-working-with-gartner/ https://analystrelations.org/2019/10/16/iiar-discussion-group-working-with-gartner/#respond Wed, 16 Oct 2019 20:11:37 +0000 https://analystrelations.org/?p=311447 As the largest analyst firm, everyone in analyst relations is impacted by their relationship with Gartner. From contract negotiations to account management to research coverage, our AR programs are greatly impacted by Gartner’s offerings, communications.

Because it is a forever-changing entity, this discussion will focus on how we all make the most of our Gartner relationships. Let’s come together as AR peers to discuss common challenges, working relationship ideas, and share experiences with Gartner.

Please send us the questions and topics you’d like to discuss to Deepak prior to the webinar using the form below.

Attending IIAR Events is free and restricted to AR professionals active members of the IIAR.

This discussion will be under Chatham House Rule moderated by two IIAR Board Members: Andrew Hsu, IIAR board member (@andrew0hsu, LinkedIn) and Aniruddho Mukherjee (@aniruddhoLinkedIn).

Date: 14th November 2019

Time: 1600pm GMT / 1700pm CET / 0700 PDT / 1100 EDT

Location: webinar > REGISTER

Related posts:

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The IIAR Tragic Quadrant 2018 https://analystrelations.org/2019/10/11/the-iiar-tragic-quadrant-2018/ https://analystrelations.org/2019/10/11/the-iiar-tragic-quadrant-2018/#comments Fri, 11 Oct 2019 17:49:36 +0000 https://analystrelations.org/?p=311306 Fashionably late but always on point and by popular request here’s the IIAR Tragic Quadrant 2018, a representation of how Analyst Relations Professionals (AR Pros) have rated analyst firms in the 2018 survey we ran for the Analyst and Firm of the Year 2018.

For new readers here, the Tragic Quadrant is of course a pun on the infamous GartnerMagic Quadrant’. We do not pretend this as an exhaustive analysis -nor is it a completely serious piece of research (the “Tragic” moniker is there as a reminiscence it should be taken with a pinch of salt). Nonetheless it is based on data and, as opposed to the Gartner Magic Quadrant, there are no magical and secretive weightings. As such, it is a good indication going back several years of the changes afoot in the industry analyst landscape and the judgement analyst relations professionals cast on industry research firms. And it provides actionable insights AR pros can use, something other surveys in this field often lack.

The ‘AOTY‘ survey allowed us to collect data on AR pros’ preferred industry analysis firms, which we group in three composite indicators:

  • Impact as plotted on the Y axis is a relative position of firms based on how AR pros view their ‘Impact’ on purchase decision and moreover on the ecosystem at large. This also relates to their perceived credibility and capability to provide an objective opinion.
  • Relevance on the X axis is the relative position of analyst firms as seen by AR for relevance in their own ecosystems, including capability to cover the market, technologies and geography. It also covers the depth of expertise of analysts.
  • Interaction is the size each bubble, translating how it is easy to do business with each firm according to AR pros. The smaller the bubble, the harder it is to work with the firm. This is also a relative rating.

Without further ado, here is the 2018 IIAR Tragic Quadrant, presenting some big surprises this year as you can see from below.

IIAR Tragic Quadrant 2018 v04
The IIAR> Tragic Quadrant 2018

My comments on these results… but your guess is as good as mine.

On relevance (horizontal axis), it seems it pays for firms to be specialised or focussed on a specific expertise area accorded to AR pros, something that should be put in perspective by the fact those very specialised firms attracted less nominations. The larger firms are relevant by virtues of coverage and space, Forrester being on the left of Gartner having de-focussed from IT is probably the counter example.

Impact presents a more curious picture, with 451 clearly also benefiting from having a laser-focus on its enterprise audience for instance. It’s worth noting that this is a survey of AR professionals and not an actual measure of impact on sales or otherwise.

The most revealing dimension is the ease to do business with, where AR pros rate the leading industry analysis firm, Gartner, much lower for ease to do business with. We’re seeing a net regression there this year, maybe as Gartner is its increased domination on the market to impose rigid practices and T&C’s? Everest is perplexing as their size should make them more amenable. We would caution firms to watch this indicator as we said last year:

Analyst firms might also use this tool to monitor the ‘transactional tax’ that they impose on analyst relations professionals. If they raise the ‘interaction barrier’ too high (e.g. make it too difficult for analyst relations professionals to interact with them) while not providing sufficient coverage and showing impact, this could affect their vendor information source. They may be left with only a partial view of the market (raising exhaustivity and fairness issues). Finally, their vendor revenues might suffer too.

Neil Pollock, The IIAR Tragic Quadrant for 2017

Also worthy of a mention, is besides the ‘historic’ firms 451 Research, ESG, Everest Group, Forrester, Gartner, HfS Research, IDC, Kuppinger Cole & Partner, NelsonHall, Ovum and the well publicised ZK Research, we find relatively new firms:

Bottom line

Analyst relations professionals should watch closely the ecosystem and balance their efforts towards firms that are relevant in their space, have more impact on the goals they pursue (see the AR SOSM model) and arbitrage budgets to deliver better value for money, avoid friction and un-necessary ‘transactional taxes.’

By Ludovic Leforestier (LinkedIn@lludovic).

Related posts:

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[GUEST POST] Do’s And Don’ts For Analyst Interactions by Chase Cunningham / Forrester https://analystrelations.org/2019/10/08/guest-post-dos-and-donts-for-analyst-interactions-by-chase-cunningham-forrester/ https://analystrelations.org/2019/10/08/guest-post-dos-and-donts-for-analyst-interactions-by-chase-cunningham-forrester/#respond Tue, 08 Oct 2019 10:51:06 +0000 https://analystrelations.org/?p=311225
Chase Cunningham, Principal Analyst, Forrester

Having just been through an onslaught of work related to the Forrester Wave™ evaluation on Zero Trust eXtended ecosystem platform providers, I think that it’s worthwhile to put some guidance out there that might help folks as they interact with analysts (well, me, mainly, but maybe it will help with others, as well). And a disclaimer: I don’t actively work with folks at other analyst firms, so take my humble advice here with a grain of salt; every analyst is a bit different, and each firm has its own way of doing things.

Do’s:

  1. Have a specific set of slides for the briefing. Focus on the way you solve whatever problem you solve. I want to know how your specific solution helps the end user be more secure.
  2. Move quickly through the company stuff. Yes, I want to know about your company and the super awesome folks that work there, but in truth, I am most focused on how your solution does what it does. Introduce the folks and the pertinent facts about the company in less than two slides and move on.
  3. Keep a cadence. If you really want to engage and work with an analyst, then you have to keep the pace up. If you brief me once a year, expect a once-a-year interaction. Some of us do a few hundred of these during the year; we get saturated with all of the interactions with those groups that do keep a regular cadence, and that means that if you don’t keep up, it’s likely something important gets lost in the mix.
  4. Any company can do a briefing (with me, at least). There is a big market out there and many different ways to address the problems we face; if you have a better mousetrap, please brief me. It doesn’t cost you a thing but time (but please see point No. 1 here before doing the briefing).
  5. Set yourself up for success. If you don’t have folks that know the analyst interaction game, hire some or get in with an agency. The value that both of us get from this interaction comes from everyone being on point, and the skills needed to do this right can’t be overstated. Honestly, if you don’t have the specific experience and talent on staff, GET IT. And in my opinion, and from what others tell me, PR is different from AR. Don’t confuse the two.
  6. Do your research. We have specific coverage areas, and we publish research along those lines of coverage. It’s best you know what those areas are, and the best way to do that is to do your own research on the analysts you want to interact with. Do your homework, and know what the analyst cares about.

Don’ts:

  1. Just jump on a briefing and wing it. Don’t do that. It’s a waste of an opportunity for both of us, and to be frank, it makes me doubt how well things run at the company when something like a briefing isn’t handled professionally.
  2. Go nuclear. If your company is in on a Wave or some other evaluation and things don’t go your way, don’t take the nuclear option. Analysis is not personal, and we do months and months of analysis on a variety of items to come to that final evaluation point. If you go nuclear, it won’t work out the way you want, I promise you. If you have facts or something that is specific enough to possibly influence a change, then great, work through the proper channels and be professional, and let’s see where it goes.
  3. Confuse an investor deck with an analyst briefing. Investors look at the company and all the ins and outs of whether or not that potential investment might be worth it for them. They have specific criteria they are looking for; it’s different from what I or most other analysts I know are looking for. I have no money, seriously. So don’t try and brief me with an investor deck; I won’t invest (and technically, that would be illegal anyway, and I don’t look good in an orange jumpsuit), and most of the stuff an investor is looking for is way out of the vector of what I care about.
  4. Bash the competition or say you have none. If your approach to justifying the validity of your solution is based mostly on how crappy the rest of the market is and you spend your time just bashing the competition, that isn’t a good way to go about it. Sure, point out flaws in other solutions and discuss how you do things better. But don’t spend either of our time talking about how terrible everything else is. And no matter what, you have competition in some way. You may have the best mousetrap, sure, but somehow, someway, you have a competitor, period.

The last thing that I think is worth being aware of is that the purpose of the evaluative reports we do is to help our end users know more about what solutions might help them solve their problems. For me, I don’t do research on vendor solutions with the idea that my end goal is to rank them based on how nifty their technology is. I feel a sense of duty to make sure I spend time separating the use cases and details of those solutions based on their ability to help solve a problem. I honestly couldn’t care less about who comes out on top; it’s all about the benefit of that solution to those folks that are going to use it at the end of the day.

First posted on the 7th October 2019 by Dr. Chase Cunningham / Principal Analyst, Forrester (LinkedIn, @CynjaChaseC, bio) on his blog, reposted with his permission.

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[JOB POSTING] Analyst Relations Manager / Tanium, Reading, UK https://analystrelations.org/2019/10/06/job-posting-analyst-relations-manager-tanium-reading-uk/ https://analystrelations.org/2019/10/06/job-posting-analyst-relations-manager-tanium-reading-uk/#respond Sun, 06 Oct 2019 21:22:49 +0000 https://analystrelations.org/?p=311153
Tanium logo

The Basics:

We are looking for an exceptional individual to join our analyst relations program. This position is very strategic and will have a direct and immediate impact on Tanium’s success. Tanium is a product that spans both the ITOps and Security world. This role will cover two main aspects:

  1. Lead the Tanium Security Portfolio Analyst Relations (AR) efforts globally
  2. Build and run the Tanium EMEAR Regional AR program

An ideal candidate will have experience running analyst relations at a cybersecurity and/or enterprise software company. You have experience building and running successful AR programs and working extensively with internal stakeholders and colleagues across PMM, PM, and Comms.  The position reports to the Director of Analyst Relations. You will have frequent engagement with Tanium’s C-suite and senior leadership across the team.

This individual excels at the fundamentals: bringing established relationships with leading industry analyst firms, and a proven track record of managing analyst relationships, strategic planning and execution of briefings, analyst tours and strategy days, and growing coverage and favorable product evaluations performed by analyst firms. If you want to push the definition of an analyst relations position, become a strategic advisor to the business and find new ways to engage this key audience, we want to hear from you.

What you’ll do:

  • As part of the overall Tanium Portfolio, lead the Security AR efforts.
  • Build and run the EMEA Regional AR program, which will encompass managing the regional analyst(s)/analyst firms that touch on the entire Tanium Portfolio
  • Manage and grow analyst relations program to influence key industry analysts in areas related to cybersecurity and risk/compliance.
  • Expand relationships with top security analysts and influencers to ensure they understand Tanium’s value proposition, corporate vision, C-level perspectives, product roadmaps and more.
  • Identify, develop and manage the relationships with key security analysts and company spokespersons while coordinating with product marketing, product management, engineering, sales etc. to ensure Tanium’s products are positioned well in analyst research reports, market share data and industry event presentations.
  • Stay abreast of industry research, drive internal knowledge sharing, and work closely with product marketing team to incorporate analyst feedback and research findings into messaging workstreams.
  • Manage executive participation in analyst interactions and build and improve the bench of spokespeople across the organization
  • Collaborate closely with multiple teams including product marketing and product management to develop communication vehicles that clearly and succinctly describe Tanium’s value proposition and competitive differentiation.
  • Generate Analyst Relations content, including briefing documents, messaging, competitive positioning, rebuttals and responses to crises and issues
  • Generate opportunities to utilize analyst knowledge for product launches
  • Work collaboratively with regional teams to help adapt content & advise on global strategies so local teams can adapt
  • Manage reporting, results analysis and distribution

We’re looking for someone with:

  • Education:
    • Bachelor’s degree required
  • Experience:
    • 7-10+ years of analyst relations management or other relevant experience
    • Experience in analyst relations programs with software enterprise (particularly cybersecurity) preferred
    • Experience working directly with executives, product management and product marketing functions
    • Knowledge of trends in communications and analyst relations.
    • Experience running and executing high profile analyst relations programs, with a track record of success and positive feedback from analysts.
  • Other:
    • Positive history of successfully interfacing with executives and influencers – both internal and external
    • Excellent verbal and written communication skills, ability to articulate key messages clearly and explain technical concepts using a range of communications vehicles.
    • Ability to be creative, strategic, analytical, and think outside the box to solve problems
    • Strong project management and time management skills
    • Interpersonal skills with keen ability to explain complex concepts across the organization and to large audiences
    • A team player that collaborates as standard practice and operates successfully with global and virtual working teams
    • High energy, “can do” personality and ability to thrive in a growth environment
    • Proven experience blending high-level critical thinking with more tactical operational activities

About Tanium:

At Tanium, we empower the world’s largest organizations to manage and protect their mission-critical networks. There’s a reason why 6 of the top 10 retailers, 12 of the top 15 US banks, and 4 of the US Armed Forces use Tanium. We provide lightning-fast capabilities at their fingertips to see everything and do anything across their computer networks – with unparalleled scale. We pride ourselves on being unstoppable in the pursuit of our mission. We are diverse problem solvers driven to do the right thing and win as a team.

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10 things analysts want most https://analystrelations.org/2019/07/23/10-things-analysts-want-most/ https://analystrelations.org/2019/07/23/10-things-analysts-want-most/#comments Tue, 23 Jul 2019 16:34:44 +0000 https://analystrelations.org/?p=308048 AR Professional Of The Year 2019 survey. Regular briefingsTargeted coverageOpen discussion about company strengths and weaknessesSending the deck ahead of the briefing so there’s time to come up with in depth questionsWell organised AR events that encourage conversation not mere presentationsSupport for research […]]]> Here are the top ten best practices we un-earthed during the IIAR> AR Professional Of The Year 2019 survey.

  1. Regular briefings
  2. Targeted coverage
  3. Open discussion about company strengths and weaknesses
  4. Sending the deck ahead of the briefing so there’s time to come up with in depth questions
  5. Well organised AR events that encourage conversation not mere presentations
  6. Support for research interviews, being pragmatic during Evaluative Research. 
  7. When AR helps to get the right people on the table for f2f meetings and when AR gives feedback  about what kind of information is the most valuable for its organization
  8. Pro-actively flagging developments in coverage areas
  9. Knowing the kind of material/projects my company works on. 
  10. Sharing data under NDA
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[JOB POSTING] Analyst Relations Manager, Tableau, Seattle / WA, USA https://analystrelations.org/2019/04/17/job-posting-analyst-relations-manager-tableau-seattle-wa-usa/ https://analystrelations.org/2019/04/17/job-posting-analyst-relations-manager-tableau-seattle-wa-usa/#respond Wed, 17 Apr 2019 14:33:46 +0000 https://analystrelations.org/?p=292524 Tableau software large logo on the IIAR websiteWhat you’ll be doing…

The Analyst Relations Manager is responsible for driving Analyst Relations projects that contribute to the overall success of the AR team and Corporate Communications department and manage the internal communication and sharing of relevant Analyst materials with key leaders and employees. 

Some of the things you’ll be doing include…

  • Build and maintain close relationships with the key industrial analysts world-wide
  • Own the governance for all industrial analyst relations respective to the product and business priorities in your space
  • Work in close collaboration with experts in marketing and development – specifically with key stakeholders to drive and support the development and delivery of Gartner MQ submission
  • Lead the organization and execution of analyst facing events – meetings, briefings, receptions, speaking ops etc.
  • Ensure consistent external messaging in terms of company strategy, customer success and product launches.
  • Facilitate research activities with analysts – white papers and market studies
  • Engage with sales to provide Sales enablement support
  • Drive the development of the Analyst Relations track for Tableau’s User Conference
  • Organize briefings and inquiries with key analysts in firms in accordance to AR goals
  • Develop analyst relations communications such as newsletters, emails
  • Read and distribute relevant research published to teams across Tableau
  • Support analyst research by curating information from Tableau

Who you are…

  • Excellent Communicator. Exceptional writing and communication skills; ability to synthesize complex topics into memorable sound-bites; track record of creating compelling content. Ability to write concisely and comprehensively
  • Domain. Knowledge of high technology and analyst influence Experience in creating and executing marketing plans that evangelize and influence.
  • Dynamic. Demonstrated ability to speak to a wide range of audiences, from technical to senior business decision makers. Experience in creating and executing marketing plans that evangelize and influence.
  • Detail Oriented. Time management skills to effectively execute on multiple projects simultaneously
  • Data Driven. Hands-on experience with BI and analytics solutions. Strong research and critical thinking skills
  • Experienced. 5-7+ years relevant work experience in the Analyst Relations field
  • Educated. Bachelor’s degree or relevant experience
  • You are a Recruiter! Tableau hires company builders and, in this role, you will be asked to be on the constant lookout for the best talent to bring onboard to help us continue to build one of the best companies in the world!

Apply here.

 

About Tableau

Tableau helps people see and understand data. Our analytics platform fuels exploration, allowing you to quickly answer questions with data and share insights across your organization. Global enterprises, early-stage startups, nonprofits, and governments all use Tableau’s intuitive software to quickly transform their data into actionable insights. We are passionate about our product and our mission and we are loyal to each other and our company. We value work/life balance, efficiency, simplicity, freakishly friendly customer service, and making a difference in the world!

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IIAR Webinar: Introducing CCS Insight – and how they make sense of the connected world https://analystrelations.org/2019/04/03/iiar-webinar-introducing-ccs-insight-and-how-they-make-sense-of-the-connected-world/ https://analystrelations.org/2019/04/03/iiar-webinar-introducing-ccs-insight-and-how-they-make-sense-of-the-connected-world/#respond Wed, 03 Apr 2019 15:55:32 +0000 https://analystrelations.org/?p=290815 CCS Insights LogoCCS Insight is a longstanding research firm headquartered in the UK, but with reach and clients into wider EMEA, the Americas and Asia Pac. This specialist technology market intelligence and advisory firm provides tailored, decision-ready solutions to their client base to help them ‘make sense of the connected world’.

This April 17th, we invite two of CCS Insight’s finest, VP of Research Martin Garner (Blog, @martin_garner, LinkedIn), and Principal Analyst for Digital Workplace Angela Ashenden (LinkedIn, @aashenden), to give us an overview of the firm’s research and advisory services and practice areas, and touch on their upcoming 2020 Predictions, a must-not-miss annual event in the diary for their clients.

We will also discuss some of the best ways to:

  • Engage in analyst time or consultancy time with CCS Insight
  • How Angela and Martin prefer to be reached out to prior to major industry events 
  • Some commercial initiatives the CCS Insight team has come up with, and how to engage with them from a business development perspective

Hosted by IIAR Board Member Suzannah Archibald (LinkedIn, @suzannah_a), the event will also be recorded for IIAR members unable to join due to work commitments. But please don’t miss it, as we think it’ll be a good one!

Date: Wednesday, 17th April 2019

Time: 1100am-1200 EDT / 1600-1700 BST

To register your interest (please note – Current IIAR members only)  https://zoom.us/meeting/register/5ca1950adb347e73c5b9141539e44ee6 -OR- info@analystrelations.org if not a current Member but you are an IAR professional, subject to IIAR approval.

 

Find the IIAR on social media – Institute of Industry Analyst Relations on Facebook; LinkedIn page, our website and blog or via our brand new Member365 portal (secure login needed – for current IIAR members only)

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IIAR Discussion Group on Scaling AR on April 18th https://analystrelations.org/2019/03/28/iiar-discussion-group-on-scaling-ar-on-april-18th/ https://analystrelations.org/2019/03/28/iiar-discussion-group-on-scaling-ar-on-april-18th/#comments Thu, 28 Mar 2019 15:13:01 +0000 https://analystrelations.org/?p=289451 The analyst landscape is changing fast and new voices are joining the conversation with impact over potential buyers. Whilst Tier 1 analyst firms generally retain their position in the area of direct buying recommendations, the picture is different when it comes to other sources influencing the buyer journey.
For instance, boutique firms are claiming their share of the influencer space, particularly in regional markets.
They might however not have the same business models or abide by the same rules of engagement than traditional analyst research firms (see the IIAR Best Practice Paper: The 7+7+7 Golden Rules of Engagement).

Scaling analyst relations however poses multiple challenges, starting with prioritisation, bandwidth and content.
We are hosting an IIAR> Best Practice call on the 18 April 2019 at 1600-1700 BST / 1100-1200 EDT / 0800-0900 PDT to discuss and explore the subject of Scaling AR.
Join the IIAR for a one-hour Discussion Group, where we’ll ask and debate these topics, and more.
The discussion will be co-hosted by Katie Webb (LinkedIn@katiewebb) of Oracle and Ludovic Leforestier (@lludovicLinkedIn) at Criteo.

It’s free for all IIAR members. Register online here for the IIAR> Discussion Group > https://zoom.us/meeting/register/e5e0c0766eaca779d746f627e8486654

We look forward to your participation.

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[GUEST POST] Looking Back at Three Analyst Firms by Barry Rabkin / Market Insight Group https://analystrelations.org/2019/02/05/guest-post-looking-back-at-three-analyst-firms-by-barry-rabkin-market-insight-group/ https://analystrelations.org/2019/02/05/guest-post-looking-back-at-three-analyst-firms-by-barry-rabkin-market-insight-group/#respond Tue, 05 Feb 2019 21:21:31 +0000 https://analystrelations.org/?p=271411 By Barry Rabkin (LinkedIn, @Impactoftech), President & Principal Analyst, Market Insight Group, Ltd.

 

Barry Rabkin / Market Insights GroupI was fortunate to become an insurance industry analyst in 1997.

Before that time, I had worked in the business side of the insurance industry for 17 years (primarily in marketing and/or market research across all major lines of business) and then due to, what was to prove a very lucky event in hindsight, being caught up in a purge from John Hancock, becoming a management consultant. After eight years as a management consultant, I got and grabbed the opportunity to become an insurance industry analyst. I definitely found my true professional love being a part of the analyst community. [One difference between a management consultant and an analyst? Analysts don’t have to be nice!]

My insurance industry analyst experience included leading or launching and leading insurance strategic advisory services in the US and the UK. Looking back at those experiences at META Group, Financial Insights (IDC), and Ovum, these highlights standout to me. BTW Before going into my highlights I want to state that I respected all three firms for not being just vertical (i.e. industry) analyst firms but instead were homes for analysts from a large variety of IT and Telco disciplines as well as having vertical analysts.

I continue to not understand where analysts who work for analyst firms that cover only industries (i.e. only insurance or only insurance, banking, and capital markets) get their IT and/or Telco information. I felt blessed that I could walk over or talk to IT or Telco analysts. Part of my role as an insurance industry analyst was to understand and learn what the IT and/or Telco analysts considered to be trends, issues, challenges, and implications, in their respective fields and then repurpose their ideas, where appropriate, for the insurance segments I was covering.

From 1997 on, I quickly discovered that “the world is not flat” – what may seem to be an important emerging technology (or even a maturing technology) really wouldn’t capture the insurance industry lines of business at anywhere near the pace that the IT or Telco analyst thought it would. I carried a large number of sharp pins to prick their balloons when we discussed the insurance industry – or really, specific insurance lines of business.

The Three Analyst Firms

Returning to the title of my post, here are my key take-aways for each of the three analyst firms:

META Group

  • Very strong analysts – they knew their technology and industry spaces cold.
  • Very opinionated analysts (which I totally loved) – to this day I continue to feel / behave as if I am still a Meta Group analyst.
  • Analysts used sparingly by the consulting area – the philosophy was to use analysts as subject matter experts but don’t take up their time pursuing consulting engagements. (Analysts exist to research, do analysis, write reports, deliver presentations, and be briefed by firms or brief firms.)
  • Analysts ‘took a stand’ but changed their position as they ‘got smarter’ from more research and ‘talking to their market.
  • Short reports (about 1,200 words MAX) but each analyst had to write 6 – 8 reports / month.
  • Coherent themes for the analyst firm and simultaneously for each service area.
  • Had freedom to create an insurance research agenda that aligned with the Meta themes – still left a huge opportunity area.
  • Analysts’ text took priority over the editors – correct the grammar but do not replace the analyst’s text.
  • Quick editorial process – get those reports published !!

Financial Insights, IDC

  • Strong analysts but nice people, really nice people – I once told one of my colleagues that if IDC analysts were any nicer I would need an insulin shot.
  • Quite a few templates to write our reports – quite a few templates. But I didn’t think the templates were ‘over-engineered’ as some of my IDC colleagues.
  • Significantly more than analysts “who count boxes.” Quite a brush-back I almost always heard from Gartner analysts (and only Gartner). Didn’t take me long to realize that IDC analysts are waaaaayyyy more than box-counters.
  • However, IT Spend is a critical component / theme for IDC – ironically, I don’t believe in IT Spend at all. Not even an iota. I care about the ‘why’ and ‘what’ but not the ‘how much’ or ‘how many.’ IDC analysts cover that entire spectrum of those facets.
  • Relatively efficient editorial process – with the right attitude that editors shouldn’t re-write what an analyst has written (except correcting grammaritical mistakes).
  • Still shocked that our reports didn’t have an Executive Summary – but the 3 – 5 bullet points on the first page served that purpose.
  • I was part of a great global team of insurance industry analysts – and it was global: Canada, London, Italy, and Singapore. I always reminded the team that when we crafted our annual research agenda to change it however they felt necessary because they knew their regional significantly better than I ever could.
  • Colleagues from other parts of the world – and other practices – graciously agreeing to participate in the areas around the globe where we didn’t have insurance industry analysts.
  • I did run into some IDC analysts in my first year who told me that they never would have hired me once they found out I came from The META Group. (That gave me a few chuckles ….)
  • Used analysts in consulting engagements, including pursuit teams. Analysts had a consulting component of their compensation. Hated it.

Ovum (an Informa Company)

  • Gave me an opportunity to better understand first-hand the issues and challenges that insurers faced around the world, specifically Europe and Asia-Pacific.
  • Erroneously believed that one insurance industry analyst, or two analysts for that matter, could cover the entire planet. Insurance regulatory differences make that impossible (even if the one analyst or the two analysts are willing to work without any sleep).
  • Strong analysts including extremely strong Telco analysts – it quickly became apparent that Ovum’s roots were in Telco.
  • Editorial process (peer review and editing) that served to slow down the production of analyst reports.
  • Editorial process that erroneously was built to enable the editors to over-ride what the analyst wrote (beyond grammatical errors).
  • Reports that were too long – really too long … and when I first got there were organized as books with chapters. Books !! I continue to believe if an analyst has a lot of material the analyst should write multiple reports.
  • Far too much emphasis on head-to-head (i.e. Decision Matrices) for my taste – yes, they are important but they take way too long and analyst areas with three of fewer analysts shouldn’t be asked to do any H2H reports.
  • Analysts from various services were happy to collaborate – significantly different from IDC where some of the analysts would only collaborate if their service got a % of the subscription price (of the analyst asking for collaboration) or wanted to be shown as a co-author even if the collaboration was a short paragraph.
  • Wonderful approach to help analysts not just understand issues their market faces by sending the analyst to different parts of the world – got me to Australia twice and New Zealand once to visit clients and prospects.
  • However, wouldn’t tackle North American when I was with Ovum. Yes, there is a whole world out there but not being willing to compete with IDC, Gartner, and Forrester in North America is myopic IMO.
  • Used analysts in consulting engagements. Analysts had a consulting component of their compensation. Hated it.

———————-

If I had a magic wand, I’d combine META Group and Financial Insights, IDC into the analyst firm that I’d want to work. (I would eliminate the IT Spend and, of course, any head-to-head reports.)

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[JOB POST] Global Media & Analyst Relations Manager – Communications, Media & Technology, Accenture / San Francisco or Seattle, USA https://analystrelations.org/2019/02/02/job-post-global-media-analyst-relations-manager-communications-media-technology-accenture-san-francisco-or-seattle-usa/ https://analystrelations.org/2019/02/02/job-post-global-media-analyst-relations-manager-communications-media-technology-accenture-san-francisco-or-seattle-usa/#respond Sat, 02 Feb 2019 16:11:11 +0000 https://analystrelations.org/?p=271384 Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions – underpinned by the world’s largest delivery network – Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With approximately 435,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Visit us at www.accenture.com .

People in the Corporate Function career track contribute to the running of Accenture as a high- performance business through specialization within a specific functional area and grow into internally focused roles by deepening their skills and/or developing new skills within an internal functional area.

Marketing and Communications professionals build a powerful and differentiated global brand at the corporate, industry, capability and geography levels that supports the Accenture strategy; enhances long-term client relationships; inspires employees and candidates; and drives profitable revenue growth.

Job Summary

The purpose of this role is to raise the profile of Accenture’s Communications Media & Technology (CMT) industry group globally, with a concentration on leading aspects of its Global CMT practice and supporting its overall North America CMT businesses. The individual will be responsible for helping drive an overall increase in media share-of-voice and industry analyst awareness as a key member of the CMT marketing and media relations teams. He or she will report to the Global Director of Media & Analyst Relations in CMT, collaborating closely with the relevant marketing leaders, country-level media relations leads, and lead spokespeople (senior managing directors, managing directors, other subject-matter experts).

This individual will help design and execute proactive strategies, plans and campaigns to maximize positive positioning and media coverage for the CMT group. The role will include direct media relations, primarily focused on tier-one press – mainly promoting thought leadership and client-related news – as well as crisis support and industry analyst relations.

Overall 

  • A strategic, results-oriented thinker focused on generating tier-one media attention in support of Accenture’s CMT business objectives
  • Ability to identify and distill key media messages from research and marketing material to position Accenture as a thought leader in CMT
  • Manage and develop professional working relationships with key journalists and internal clients
  • Ability to function effectively and influence senior leadership in a highly-matrixed organization and align with company’s global brand and approach to teamwork and collaboration
  • Deliver and execute global and NA CMT media strategies to support key markets
  • Collaborate with media leads in key markets to generate tier-one media interest in Accenture’s Media practice and NA CMT group
  • Work with colleagues to lead timely responses to media requests
  • Collaborate closely with the CMT and other cross-industry marketing teams to identify opportunities and synergies in Accenture’s key markets

Work Requirements

  • Occasional travel

Basic Qualifications

  • Education: Bachelor’s degree
  • Work Experience: Minimum of 8 years of experience in media relations/corporate communications

Preferred Qualifications

  • Media, high tech or telco journalism background a plus
  • Excellent writing and editing skills for audiences ranging from general to business to technical – including press releases, talking points, Q&As, white papers, etc.
  • Excellent media relations skills and ability to develop stories and understand news cycles – with or without the support of public relations agency resources
  • High level understanding of the dynamics and critical issues in the communications, media and technology sectors
  • Solid project management skills
  • Command of MS Office suite and key internet applications for research and media management
  • Social media expertise (blogs, Twitter, Facebook, LinkedIn, Google+)

Professional Skills

  • Ability to manage multiple projects under tight deadlines
  • Passion for executing deliverables and programs that are of the highest quality
  • Ability to develop and apply creative solutions to complex issues
  • Ability to work both autonomously as well as collaboratively with other areas of the company
  • Demonstrated leadership in professional setting; either military or civilian
  • Demonstrated teamwork and collaboration in a professional setting; either military or civilian

Applicants for employment in the US must have work authorization that does not now or in the future require sponsorship of a visa for employment authorization in the United States and with Accenture.

Candidates who are currently employed by a client of Accenture or an affiliated Accenture business may not be eligible for consideration.

Accenture is an EEO and Affirmative Action Employer of Females/Minorities/Veterans/Individuals with Disabilities.

Equal Employment Opportunity

All employment decisions shall be made without regard to age, race, creed, color, religion, sex, national origin, ancestry, disability status, veteran status, sexual orientation, gender identity or expression, genetic information, marital status, citizenship status or any other basis as protected by federal, state, or local law.

Job candidates will not be obligated to disclose sealed or expunged records of conviction or arrest as part of the hiring process.

Accenture is committed to providing veteran employment opportunities to our service men and women.

For more information and to apply for this role Click Here

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[JOB POST] Industry Analyst Relations Manager, Amdocs / London, UK https://analystrelations.org/2019/02/01/job-post-industry-analyst-relations-manager-amdocs-london-uk/ https://analystrelations.org/2019/02/01/job-post-industry-analyst-relations-manager-amdocs-london-uk/#respond Fri, 01 Feb 2019 07:30:49 +0000 https://analystrelations.org/?p=271305 Amdocs is seeking an Industry Analyst Relations Manager to join its highly experienced and dedicated Industry Analyst Relations team. In this role the individual will be responsible for the planning, execution, management and measurement of strategic AR programs, primarily focused on (but not restricted to) Amdocs Media business, a leading global provider of premium content services and media technology solutions.

As part of a closely connected AR team within Corporate Marketing, you will collaborate with senior internal stakeholders, business leaders and subject matter experts as well as Amdocs’ established and growing network of global and specialist analyst firms, helping to engage and develop relationships and build advocacy for Amdocs’ leading capabilities in the communications and media industries.

Desired Skills & Experience

  • An Analyst Relations professional with 3-5+ years of experience in the planning, development and execution of global AR programs in a B2B technology environment, preferably telecommunications and / or media
  • Whilst not essential, knowledge of the media technology space and existing analyst relationships within would be an advantage
  • Strategic thinker with tactical execution skills; a flexible multi-tasker balancing long term relationship management with short term program goals
  • Grasp of new technologies and approaches and their business impact
  • A team player, contributor and collaborator able to effectively operate in a multi-national and cross functional environment
  • An ambassador with the ability to broker successful working relationships with internal clients and external influencers, engendering goodwill, trust and advocacy
  • Strong interpersonal communication with listening, writing and articulation skills, balancing attention to detail with management level summation
  • Creative thinker with experience integrating analyst relations with other programs eg social media for optimal effect
  • Location flexible, but London preferred. Some travel required (less than 20%)
  • BA/BS degree or equivalent experience

Job Responsibilities:

  • Design and development of proactive campaigns to optimize positioning of Amdocs via the industry analyst channel
  • Manage all elements of Amdocs Media AR program from concept to results, including:
    • Timely response to incoming analyst requests to maximize coverage opportunities
    • Key report management – identification, contribution and submissions, fact review and Amdocs-analyst liaison
    • Relationship development and maintenance, ‘business as usual’ communications (inquiries, briefings, etc) and planned campaigns eg roadshows and events
    • AR training and guidance for spokespeople
    • Identification of and enrollment in cross-team opportunities and fund raising
    • Program measurement and reporting
  • Support team planning and preparation of analyst activity at Amdocs and industry events;
  • Assist procurement and internal customers with subscription spend and paid for analyst engagements such as custom research projects, strategy days, speaking engagements, webinars, etc. as well as shortlisting, relationship and issue management.
  • Create effective, timely communications both internally, to highlight AR success and share analyst insights and externally, to support Amdocs ‘sustain leadership’, ‘evangelize the brand’ and ‘expand and diversify’ AR goals

All Amdocs roles require strong verbal and written communications skills, position-appropriate mentoring/leadership abilities, ability to quickly master new systems and/or processes, capacity to stay organized while managing competing priorities, and a deep customer service orientation, both internally and externally.

About VUBIQUITY

VUBIQUITY, part of Amdocs (NASDAQ: DOX), connects content owners and video providers to deliver entertainment to viewers on any screen. Working with 600+ leading film studios, television networks, independent producers and Digital First providers, VUBIQUITY brings premium content to over 1,000 global video distributors. VUBIQUITY has offices in Los Angeles, Toronto and London. For the latest company news, follow us on Twitter @VUBIQUITY or visit www.vubiquity.com.

About Amdocs

Amdocs is a leading software and services provider to communications and media companies of all sizes, accelerating the industry’s dynamic and continuous digital transformation. With a rich set of innovative solutions, long-term business relationships with 350 communications and media providers, and technology and distribution ties to 600 content creators, Amdocs delivers business improvements to drive growth. Amdocs and its 25,000 employees serve customers in over 85 countries. Listed on the NASDAQ Global Select Market, Amdocs had revenue of $4.0 billion in fiscal 2018. For more information, visit Amdocs at www.amdocs.com

For more information and to apply for this role, please contact philippa.tozer@amdocs.com

 

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